Montana  Programmers  Meetup  (Jan  24th,  2012)  

Erin  S  Beierwaltes  

Erin  S  Beierwaltes  &  Todd  Sheridan  http://toolsforagile.com/blog/wp-­‐content/uploads/2008/07/word_cloud.png  

Erin  S  Beierwaltes  

www.coloradovnet.com  

Erin  S  Beierwaltes  

Erin  S  Beierwaltes  

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Erin  S  Beierwaltes  

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Erin  S  Beierwaltes  

Scaling  Software  Agility  –  Dean  Leffingwell  

Principles,  Values  and  a  Framework  

Erin  S  Beierwaltes  

Erin  S  Beierwaltes  http://leadinganswers.typepad.com/leading_answers/2011/08/agile-­‐outside-­‐of-­‐software.html  

Always,  7%  

Often,  13%  

Sometimes,  16%  

Rarely,  19%  

Never,  45%  

Standish  Group  Study  reported  at  XP2002  by  Jim  Johnson,  Chairman  ©  Poppendieck  LLC  

over  Individual  and  Interactions   Process and Tools

over  Working  Software   Comprehensive Documentation

over  Customer  Collaboration   Contract Negotiation

over  Responding  to  Change   Following a Plan

1.  Prioritization  2.  Welcome  Change  3.  Continuous  Delivery  4.  Collaboration  5.  Self  Organization  6.  Communication  7.  Accountability  8.  Rhythm  9.  Quality  10.  Simplicity  11.  Emergent  Designs  12.  Empiricism  

Erin  S  Beierwaltes   Erin  S  Beierwaltes  &  Todd  Sheridan  

www.dsdm.org  

Plan  Driven  

Value  Driven  

       Fixed                                          Requirements            Resources              Time      

 Estimated            Resources                                  Time                            Features  

   

XP  (12)    

• Pair  Programming  • Planning  Game  • Test-­‐driven  Development  • Whole  Team  • Continuous  Integration  • Refactoring  • Small  Releases  • Coding  Standards  • Collective  Code  Ownership  • Simple  Design  • System  Metaphor  • Sustainable  Pace  

       

Scrum  (9)    

• Product  Owner  • ScrumMaster  • Cross-­‐functional  Team  • Daily  Scrum  • Sprint  Planning  • Sprint  Demo  &  Retrospective  • Prioritized  Backlog  • Time-­‐boxed  Sprints  • Potentially  Shippable  each  Sprint  

         

 Kanban  (3)  

 • Visualized  workflow  • Prioritized  Tasks  • Limited  WIP  (Work  in  Progress)    

                         

1.  Each  group  is  one  big  team  –  you  cannot  change  your  team  size  

2.  Every  team  member  must  touch  each  ball  for  it  to  count  

3.  As  each  ball  is  passed  between  team  members,  it  must  have  air  time,  i.e.  It  must  not  be  passed  directly  from  hand  to  hand.  

4.  You  cannot  pass  the  ball  to  the  person  immediately  to  your  left  or  right.  

5.  If  you  drop  a  ball,  you  cannot  pick  it  up  6.  Every  ball  must  end  where  it  started.    For  each  

ball  that  does,  the  team  scores  1  point  Erin  S  Beierwaltes  

Erin  S  Beierwaltes  

Backlog  Sprint  Tasks  

2  week  Sprint  

Potentially  Shippable  

Planning  

Daily  Meeting  

Review  

Retrospective  

Sprint  Board  

ROLES  • Product  Owner  • ScrumMaster  • Team  

CEREMONIES  • Sprint  Planning  • Sprint  Review  and  Retrospective  • Daily  Standup  

ARTIFACTS  • Product  Backlog  • Sprint  Backlog  • Burndown  Charts  

Backlog  

•  List  of  all  business  deliverables  •  Stack  Rank  Prioritization  •  Managed  by  one  person  •  Sized  

 

¡  Prioritized  list  of  ALL  work  ¡  Owned  and  kept  up  to  date  

by  one  Owner  ¡  Reviewed  Reprioritized  

before  the  start  of  sprint  ¡  Points  (by  the  team)  

Erin  S  Beierwaltes  

Erin  S  Beierwaltes  

Planning  

•  Break  down  highest  priority  deliverables  that  can  be  completed  in  2  weeks  

•  Output  is  the  Sprint  Tasks  

Erin  S  Beierwaltes  

Team  selects  User  Story  from  the  product  backlog  

they  can  commit  to  completing  

Sprint  backlog  items  are  created  for  the  User  Story.  Collaboratively.  

Repeat  until  team  can  no  longer  commit.  (Use  

velocity  as  a  check  point)  

Erin  S  Beierwaltes  

Sprint  Tasks  

•  Tasks  from  Sprint  Planning  that  need  to  be  completed  by  the  team  to  reach  “done”  

•  List  may  be  updated  throughout  the  sprint  as  the  team  gets  started  on  the  work  

•  Tracked  via  a  Sprint  Board  

Erin  S  Beierwaltes  

Sprint  Board  

•  Visual  display  of  tasks  as  they  travel  through  the  teams  “flow”  to  get  them  to  “done”  

•  Updated  Daily  for  Standup  

Erin  S  Beierwaltes  

Erin  S  Beierwaltes  

2  week  Sprint  

•  Timeboxed  •  No  priority  changes  on  agreed  deliverables  

Erin  S  Beierwaltes  

Daily  Standup  •  Review  Sprint  Board/Backlog  and  Sprint  Burndown  

•  15  min  coordination  meeting  for  TEAM  MEMBERS  

•  Either  around  the  room  OR  by  deliverables  

Erin  S  Beierwaltes  &  Todd  Sheridan  

Erin  S  Beierwaltes  

Potentially  Shippable  

•  Outcome  of  Sprint  •  Set  of  “done”  deliverables  

Erin  S  Beierwaltes  

Erin  S  Beierwaltes  

Review  

•  Team  reviews  “done”  items  with  Backlog  owner  and  others  

•  Discuss  changes  to  remaining  Backlog  

Erin  S  Beierwaltes  

Retrospective  

•  Review  Agile  Process  •  Decide  on  action  items  to  try  during  the  next  sprint  

•  Inspect  and  Adapt  

¡  Defines  the  Vision,  Roadmap,  Value  ¡  Maintains  Prioritized  Product  Backlog  ¡  Ready  for  sprint  planning  with  appropriately  sized  User  

Stories  ¡  Negotiates  and  communicates  ¡  Accepts  or  rejects  sprint  results  ¡  Be  available  to  the  team  

¡  Guards  and  supports  the  scrum  process  ¡  Removes  impediments  ¡  Shields  the  team  from  external  interferences  ¡  Facilitates  team  decisions  ¡  Acts  as  chief  communicator  and  coordinator  

Available  to  the  Team  

Allow  the  team  to  plan  the  work  

Respect  Sprint  Boundaries  

Member  of  the  Team  (team  player,  

not  manager)  

Facilitate  creativity  &  empowerment  

Agile  process  expert  &  owner  

Encourage  improvement  of  

team’s  xp  practices  

Encourage  self-­‐organization  

Product  Manager  

Project  Manager  

Product  Owner  

Scrum  Master  

Manage/Prioritize  Product  Backlog  

Detailed  work  break  down  

structure  creation  

Vision,  Voice  of  the  Customer  

Marketing  Requirements  

Documents  (MRD)  

Ensure  the  project  meets  its  objectives  

Negotiate  work  with  the  team  

Visualize,  communicate  and  radiate  information  

Remove  impediments  keeping  the  team  from  completing  their  work  

Manage  scope,  date  and  budget  

Manage  Stakeholder  Communication  

Pricing  

Market  Communications  

Market  Research  

Ready  for  Sprint  Planning  

Erin  S  Beierwaltes  

¡  5-­‐9  people  (suggested)  §  Larger  projects  expand  with  multiple  scrum  teams  (scrum  of  scrums)  

¡  Co-­‐located  (idealy)  ¡  Cross-­‐functional  (developers,  testers,  documentation,  ect)  

with  flexible  roles  ¡  Full  time  membership  ¡  Committed  to  Sprint  goal  ¡  Collaborative  

 Quick  but  unsustainable  

wins  

 Enduring  Success  

 Slow  failure  

 Fast  Failure  

Right  Thing  

Wrong  Thing  

Wrong  Way  

Right  Way  

The  Product  Owner  and  Scrum  Master  roles  complement  each  other;  The  Product  Owner  is  primarily  responsible  for  the  “what”  –  creating  the  right  product.  The  Scrum  Master  is  primarily  responsible  for  the  “how”  –  using  Scrum  the  right  way.  One  when  the  right  product  is  created  with  the  right  process  is  enduring  success  achieved.    –Roman  Pichler,  “Agile  Product  Management  with  Scrum”  

Erin  S  Beierwaltes  

Erin  S  Beierwaltes  

Backlog  Sprint  Tasks  

2  week  Sprint  

Potentially  Shippable  

Planning  

Daily  Meeting  

Review  

Retrospective  

Sprint  Board  

erin@skipstoneconsulting.com  @coachatplay